Organisations have changed and now, more than ever, personnel management is crucial to organisational success. In this course you’ll explore a range of concepts, theories and methodologies that will help you navigate and optimise your work environment. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessments) you will be exposed to the latest best-practice leadership strategies to enable your employees to achieve more at work. You’ll examine case studies on advanced leadership strategies and be challenged to consider how these might apply to your own workplace. And you’ll discover that your ability to manage and lead people in a flatter, more team-driven context is now the key to organisational success. As the world continues to undergo dynamic change, this course will prepare you to be the one to lead your team and your organisation into the dynamic work environments of tomorrow.

Revisiones

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I learned a lot from this course and I will surely be able to apply these to my daily work. Thank you to the professors and staff of Macquarie University!

TN

Jan 08, 2019

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A well-designed, interactive course for future-proof human capital & talent management for companies of various sizes from different industries~

De la lección

Cross-cultural and global leadership

Welcome to the final week of the Know your people course. You all work in increasingly global and connected work environments. For many of you, this means that you lead people from different cultural backgrounds; for others it means leading people who have lived and worked in different countries. Although this is a reality for many leaders, few people really understand the challenges and real advantages that this provides. To help you reap some of these benefits (and avoid the pitfalls), you will explore how you can understand and leverage cultural differences. You will also learn about leadership across distance and truly global leadership: leading across countries and we explore the challenges of expatriate leadership. This week, I interview Professor Brendan Boyle, a leading scholar in international business and human resource management, and Dr Narender Sharma, who has extensive experience leading in multinational corporations. Together their research and international experience will help you develop important cross-cultural leadership skills!

Impartido por:

Professor Rebecca Mitchell

Department of Management

Transcripción

[MUSIC] We are now, we're moving on because we've had a look at cultural dimensions and cultural values. And how these vary depending on your cultural background. But I want to draw us into leadership specifically. And I was wondering if you could talk to me about how those values might be important for leaders? >> Okay, that's a really good question because many authors are interested in that, as are companies. One study has actually specifically set out with that agenda, and this project was called the GLOBE Project. And it's a resource that's available to your students, it's free on the Internet. And reflects research conducted with 17,000 managers in over 60 countries. The GLOBE Project stands for global leadership, organizational behavior effecting this project. And this looked at the cultural dimensions we spoke about previously. It actually added to some of Hofstede's work by looking not only at individuals and collectivism, power distance. But also considering things like gender egalitarianism, which is the attitudes, to equality between men and women in society. And very significantly performance versus humane orientation in society. Performance dimension was about whether or not excellence and performance is pushed as an attribute that's worked sort of celebrating society. Versus the more humane orientation stresses whether or not being altruistic in caring for society is important. These particular cultural dimensions were then tracked against leadership behaviors. To try identify whether or not there was certain leadership traits that were common across cultures, equally effective across cultures. And also considered to be appropriate across cultures. >> Exactly how can we learn about how to be better leaders in this increasingly global world using this idea of the GLOBE value system? >> Okay, so the original author of this work, Dr. House. He stressed the fact that certain leadership traits, charismatic leadership, are considered to be universally accepted. So he asked the question then through GLOBE Project, are there leadership attributes and traits that are common across cultures? Commonly effective, that is. And are there ones that are commonly not effective? >> So you're talking about leadership traits that are universally positive, and then leadership traits that are universally negative. That's interesting. Can you talk a little bit more about that? >> Okay, well at the very basic level of the leaders traits being forward thinking, intelligent and honest were considered universally positive. Universally negative things were being egotistical, being not very honest, and perhaps being very, very ruthless. But what's really important for your listeners to understand is that even within these universally accepted traits there was variety in how those traits were understood. So, for example, being decisive in leadership in the US was considered an attribute that was positive, when the decision was made fast and general. Being decisive in French and German cultures is considered to be positive when the leader is thorough in their decision-making. Takes in the views of many stakeholders. And then the decision is far less likely to change. So things like decisiveness didn't necessarily mean the same thing across different cultures. However, taking those traits to the next level, the GLOBE Project revealed that certain styles of leadership were more appropriate for clusters of countries. So if I can give you an example, the cluster, the Anglo culture cluster included Ireland, New Zealand, Australia, United States, and England. And these cultures were believed to be more sympathetic to charismatic leaders, so leaders who had vision. On the other side, the Confucian cultures, and they group Japan, Singapore, South Korea, and China into a Confucian area. They believe that team-oriented leadership is more appropriate. I'm hoping that your listeners start to connect these leadership styles with some of the values we spoke about in previous videos. Just to briefly mention some of the other ones. They talked about participative leadership. They talked about being an autonomous leader. These traits, or these leadership orientations, which your listeners can review on the GLOBE website, were important in all cultures. However, they were more or less important depending on which cluster you were in. Some clusters thought charismatic leadership took priority over others. And these sort of distinctions become very important questions for listeners to ask themselves. >> This is fantastic, so interesting. I just want to try and dig a little bit deeper and look at the practical implications, or the implications in practice for some of our learners. So how would they be thinking okay, what can I do now? How can I think about this? >> Okay, and I think that's the really important question. The first thing I would suggest to your listeners is, don't think about you as a leader. Think about the people you are leading. So if your organization has culturally diverse group, ask yourself whether or not you need to emphasize the we, the team. Whether or not you need to take the team orientation depending on who's in front of you. If your organization is even very homogeneous you may ask yourself, well, do the leaders in your organization act in a manner that's consistent with what you think is good leadership? And then you ask yourself, well is this the reflection of culture being in Australia. Or is it a reflection of the culture, perhaps, of your leader? And if you refer to some of the GLOBE research you can actually start to identify and track some of these leadership orientations. And perhaps looking around your organization, whether or not they're consistent to the people who work in that organization. So it's a question not so much just your leadership style. But asking whether or not the leadership style you're applying, or de-applying, sorry, is appropriate for the people in that organization. And I think that's when you really start to use these learned tools in a very practical sense. >> That's fantastic. Thank you very much. >> It's been a pleasure. [MUSIC]